承包商的物料管理方案样本.docx

承包商的物料管理方案样本.docx

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承包商的物料管理方案样本

ChuandongbeiGasProject

Contractor’sMaterialsManagementPlanforSitePreparationandRoadConstructionforProjectFacilitiesinSichuanProvinceProject

DOCUMENTNO.CDB-0000-PRC-PLN-SS2-000-00001-00

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27-Feb-2010

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YuanXiaojun

PuGuangquan

WangXi

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Contractor’sMaterialManagementPlan

承包商的物料管理方案

目录

1Managementovermaterialprocurementandsupply物料采购与供应管理3

2Materialmanagementinprocessofconstruction施工过程物料管理4

3Theconstructiongenerallayoutandcalculation施工总平面布置及计算7

1Managementovermaterialprocurementandsupply物料采购与供应管理

　　1.1Establishmentofbiddingsystemforstaplematerialprocurement建立大宗物料采购竞标制度

　　1.1.1MaterialProcurementDepartmentistheprincipaldepartmentresponsibleforbiddinginvitationofprocurement,organizationandimplementationofdetailedbiddingworkaswellascompilationofstandarddocumentsforBiddingInvitationPlanofMaterialProcurement,InvitationtoBid,RequestforProposal,TenderandMaterialPurchaseContract.ProjectManagementDepartmentisinchargeofsupervisingprocurementbidding.

材料采购部为物料采购招标工作的主管部门，负责物料采购招标具体工作的组织和实施，而且材料采购部负责编制《物资采购招标计划书》、《投标邀请函》、《招标书》、《投标书》、《物料采购合同》的标准文本；项目部负责对材料采购招标工作进行监督。

　　1.1.2ItshallestablishBidInvitationTeamconsistingofProjectManagementDepartment,MaterialProcurementDepartment,GeneralAffairsOfficeandotherrelateddepartments,withresponsibilityforevaluationofbidders.

组建由项目经理部、材料采购部、综合办公室等相关各部门参加的招标工作小组，负责供应商投标的评定工作。

1.1.3Biddingprocessofmaterialprocurementisasfollows:

采购竞标业务流程如下：

1.2Evaluationsystemofsuppliersshallbeestablishedformaterialprocurement,inordertoreasonablyandscientificallyselectqualifiedsupplier,buildupSupplierAdmissionSystem,controlprocurementprocess,guaranteequalityofprocuredmaterials,reducepurchasecost,activelyimprovethestrategiccooperationrelationshipwithqualifiedsuppliersanddevelopcore-competenceandriskresistancecapacityofProjectManagementDepartment.

建立物料采购供应商评审制度。

为了科学合理地选择合格供应商，建立供应商准入制度，进行采购控制，保障采购物料的质量，降低采购成本，积极发展同合格供应商的战略合作伙伴关系，提高项目部的核心竞争力和抗风险能力，应建立物料供应商评审制度。

1.2.1ProjectManagementDepartmentorganizesQualifiedSupplierAppraisingTeamforMaterialProcurementtoreviewbidderscollectively,presentingseriousnessandtransparencyofappraisingwork.

由项目部组织成立“物料采购合格供应商评审小组”进行集体评审，体现评审工作的严肃性及透明度。

1.2.2Suppliersshallbeevaluatedjustly,publiclyandimpartiallywithnoanyblack-casepractice,soastoestablishaplatformforequalcompletionofsuppliers.Suppliersshallbeassessedinrespectsofproductquality,price,service,capitalbearingcapacityandotheraggregativeindicators,andthebestonewillbechosen.Suppliersarerequiredtobeofqualificationsoflegalproductionoroperation（businesslicense）.

对供应商评审应公正、公开、公平，杜绝暗箱操作，为供应商搭建公平的竞争平台。

对供应商的评审比质量、比价格、比服务、比资金承载能力等综合指标，择优评定选择。

供应商应具有合法的生产或经营资质（营业执照）。

1.3Establishmentofmanagementsystemforsurplusmaterials建立剩余闲置物料管理制度

1.3.1MaterialProcurementDepartmentisresponsibleforregulatingsurplusmaterialsandplanningmaterialdemandandsurplusresourceasawhole.Thedepartmentshallassesssurplusmaterialsanddiscusstherelativeissueswithotherdepartmentsassociatedforfeasibleregulationplans.

材料采购部负责组织闲置物料的调剂工作，统筹项目部物料需求及闲置资源情况，对调剂物料进行评估及会同相关项目部商讨相关事宜，制定出调剂可行性方案；

1.3.2DirectorsofallfunctionalofficesareorganizedtoparticipateinJointWorkMeetingtoanalyzeanddemonstratetheMaterialProcurementDepartmentprovidedusetransferringplanofsurplusmaterial.Thentheagreementwillbesettledandexecuted.

组织召开项目部各职能办公室负责人参加的联合办公会，对材料采购部提供的闲置物料使用转让方案进行分析论证，最后确定执行协议。

1.3.3Allunitsrelatedtoregulationofsurplusmaterialsshallstrictlyimplementthetransferringagreementofcompanyandactivelycooperatetodeliversurplusmaterialsandtodealwithaccountingissues.

参与闲置物料调剂的相关单位，应严格执行公司形成的转让协议，积极配合办理闲置物料交割和帐务处理。

1.3.4MaterialProcurementDepartmentisresponsibleforexecutionofsurplusmaterialtransferringagreementandsettlementofunaccomplishedissues.

材料采购部负责监督闲置物料转让协议的执行和解决相关未尽事宜。

2Materialmanagementinprocessofconstruction施工过程物料管理

2.1Itshallestablishsitemanagementorganizationaswellascorrespondingorgansandworkproceduresandspecificallydefineresponsibilitiesoftheirowntomakesureallworkscanbecarriedoutsuccessfully.Theorganizationisasfollows:

建立现场组织机构。

建立相应的组织机构和工作流程，明确各自的责权利，得以使各项工作顺利展开。

组织机构如图：

.

　　　　2.2Improvesystemofrewardsandpunishments完善奖惩分配体系

2.2.1ProjectManagershalldevelopthecorrespondingmanagementsystemonthebasisofimprovementoforganizationchartofsitematerialmanagement.MaterialProcurementDepartmentofProjectManagementDepartmentshallsignmanagementagreementwithallconstructionsubcontractorspriortoconstructiononmaterialutilizationincompliancewithsystemofmaterialmanagementregulationsestablishedbyShuyu’smaterialmanagementdivision,soastoclearlydefineresponsibilitiesandrightsofbothparties.Itisnecessarytodrawupdetailedassessmentmethodandcorrespondingrewardandpunishmentmeasuresaccordingtoconstructionmaterialsofdifferenttypes.

项目经理部在完善了现场物料管理组织机构图建设的基础上，还应完善相应的管理体系，项目经理部的材料采购部应依据蜀渝公司物资管理部制定的物料管理规章制度，在施工前同各施工分包单位签订物料使用管理协议，明确双方的责权利，根据不同的建筑物料，制定详细的考核办法和相应的奖励及处罚措施。

2.2.2ProjectManagershallgraduallyaccumulatethestatisticsonreductionofmanagementcost,whichcanbereferencedforhistoricdatawhenevaluatingtheperformanceofMaterialProcurementDepartment,andprogressivelydeveloptherewardsandpunishmentsmechanismofmaterialmanagementefficiency,whichshowssyntheticallyasMaterialProcurementDepartmentperformedpurchase,transportation,warehousemanagement,usesupervision,etc.

项目经理部应逐步积累物料管理降低成本方面的统计数据，以此作为制定考核材料采购部绩效的历史数据的参考依据，逐步完成对物资部的采购、运输、库房管理、使用过程监管等综合体现为物料管理效益的激励和处罚机制。

2.3Sortoutmaterialmanagementproceduresforconstructionsite理顺施工现场物料管理业务流程

2.3.1Priortoconstruction施工前　

ProjectManagerandEngineeringDepartmentjointlydrawupconstructionlayoutplanofworkprogram,duringwhichoverallprogrammingshallbeperformedinaccordancewithareaofworksiteandforaspectsaslocationofconstructionwarehouse,oildepotandstoragearea,installationoffire-preventionpipeandconstructionelectricitylineandarrangementoffuelchargingspot,sothatthelayoutplancanbeworkedoutscientificallyandreasonablytothefullestextentpossible,mainlyinthefollowingrespects:

a.materiallaydownareashallbenearintendedusespotascloseaspossibletopreventrelocating;b.materiallaydownareaandwarehousecannotbelocatedinthepositionsaffectingnormalengineeringwork,soastopreventrelocationofwarehouseandmateriallaydownarea;c.materiallaydownareashallbecapableoflayingmaterialstothemaximumquantityforusinginsupplyintervals,soastosatisfyconstructiondemands;d.materiallaydownareashallbeflattenwithoutwaterlogging,andthearealayingcomponentsshallbecompacted;e.enoughsafetydistanceshallbepreparedbetweenfuelchargingspotandencampmentaswellasbetweenchargingspotandflammabilityandexplosivesandcorrespondingmeasuresoftemperaturecontrollingarerequired;f.transportationaccessatworksitemustbesolid,even,smoothandsufficientlywide,anddrainagefacilitiesshallbepreparedontwosidesofroad;g.Temporarywarehouseatworksiteshallbelocatedatatopographicallyhighpositionwithconvenienttraffic,loadingandunloadingaswellassoundstructure,satisfactorytorequirementsofdampproof,rainproof,waterproofandmanagement.Firepreventionfacilitiesarerequired..

由项目经理会同工程部在制定施工方案中的施工平面布置图时，必须根据项目工程场地的大小，对施工仓库、油库、及施工储存区域的布置，消防水管和施工用电线路的铺设安排，加油码头等进行统筹规划，制定出尽可能科学合理的平面布置图。

主要体现以下一些方面：

①堆料场所应尽可能靠近使用地点，避免二次搬运；②堆料场所及仓库不能选在影响正式工程施工作业的位置，避免仓库、料场的重新安置；③堆料场所应能存放供应间隔期内材料的最大实际需用量，以满足施工需要；④堆料场地要平整，不积水，堆放构件的场地应夯实；⑤加油码头必须与驻地及易燃易爆物品留足安全距离并采取相应的温度控制措施；⑥现场施工运输道路要坚实、平坦、畅通、有回旋余地，道路两侧应有排水措施；⑦现场临时仓库的设置应尽可能的交通便利、装卸方便、地势高、结构牢固，符合防潮、防雨、防水和管理要求，要有防火设施。

2.3.2Duringconstruction施工过程中

Inaccordancewithorganizationchartofmaterialmanagementforworksite,levelsresponsibilitysystemwillbeadopted,whichmeanseachconstructionteamanswersforforeman,safetyofficerandequipmentcontrollerofProjectManagementDepartment,foreman,safetyofficerandequipmentcontrollerrespectivelyanswerfordirectorsofEngineeringDepartment,andEngineeringDepartmentanswersforProjectManager.Asprimaryresponsibleperson,allprofessionalconstructionteamsofeachsubcontractorshallbeseriouslyresponsiblefortheentireprocess,includingmaterialarrivaltest,keepingofmaterialsinuseorusedduringconstructionandfinallymaterialbeingaccomplishedordemobilized.Inprocessofconstruction,siteshallbecleaneduponcetheworkisfinishedandcivilizedconstructionisnecessary.Foreman,safetyofficerandotherpersonnelofProjectManagementDepartmentshallwellmanageconstructionandmeanwhilefullyexerttheirownrightswhilebearingobligations.Inaddition,thepersonnelshallstrengthenthemanagementoverthematerialuseoftheirownconstructioncrewsincethepersonnelthemselvesandthecrewsarecommunityofcommoninterest.

按照施工现场物料管理组织机构图，实行逐级负责制，各施工队分别对项目经理部的工长、安全员、设备管理员负责，工长、安全员、设备管理员分别对工程部主任负责，工程部对项目经理负责。

作为第一责任人的各分包单位专业施工队，应从物料的进场验收，到施工过程中的使用或使用后的保管，最后物料成为产成品或退场的整个过程，施工队都应该认真负责，施工过程中应做到活完场